Site: Charles Street, Leicester City, LE1 1FB Feasibility Report PerduAtelier MOHAMMED AHMED associate E. mohammed.ahmed@atelierperdu.com P. 07444 943361 Mohammed Ahmed P2401559 ARCH3053
Noise
The site located conversation areas, many high buildings round the site, the retail shops, offices, and accommodations, although the site has only one way, it is tiny road for car and pedestrian . The heritage assets were highlighted to demonstrate their association with historical plans and to emphasize their significance in this area at unique times in the past. There has been very little growth at this time, with a small amount concentrated.
• Gross internal floor area of 1000m2 to 1500m2 (GIFA0). Building Office
Part 1
Feasibility Study
Site Light
Around the site there are tall buildings and the Sun's illumination is usually dim so we need to get lighter to the building to make the intro brighter.
West Elevation, scale 1:300
It is helpful to consider the degree and extent of transition that different character areas are expected to experience within and after the plan duration in order to advise and direct policy. Areas will be mainly heritage properties, with little options for growth and need preservation to preserve their very distinct character. Others will experience substantial residential development and intensification and need guidance to cohesively and comprehensively manage this growth, while taking into account the need for new infrastructure as residential developments expand. Respect and safeguard of heritage properties Evolution without major improvement. Developing the character of an environment. Intensification by increased density and styles of higher density construction. Redevelopment
Concerned The Site
3D Model Site, Charles Street
• Interested in a GIFA production of 1500m2 and request your initial assessment of what is feasible.
Access to The Site
The site has many issues we need to work hard on how to design the office because all the buildings around the site, its high and the buildings attached to the site, have exit doors to the site so other issues we need to solve all the problems when we design the office, because the office effect of all the buildings, particularly those two buildings, has exit doors to the site and windows and ventilation machines.
Site issues, highlighted by red colour
Access to the site is very complicated when beginning the development phase because only one small path goes to the site from one direction and around the site very busy road, cars, and people generally in this area, when the process begins work to build the structure, we need to block the road, then we must think about how the construction process works because the buildings around the site are very high.
Character Management Townscape
Brief requirements
Building Component Exit Area 4m width Story high building 3m A Story area 130 m2 All story’s area 1045 m2 GF F1 F2 F3 F4 F5 F6 F7
The purpose of the feasibility analysis is to define and explain the parameters of the projects, followed by an assessment of the potential minimization of project timeline delays. The client demanded the required equipment:
Site use
Site analysis, plan scale 1:1000
The site is between four buildings, its tall, very noisy around the site, but less noise gets to the site so the buildings don't allow the noise comes from the site.
West Elevation & construction, scale 1:300
The ground floor to the 3rd floor of the site is an issue because the structures around the site, obscure the light and encourage less light to intro because we need wide windows to enable more light come to the building so that the building must be high, has a lighting issue.
The site available to build 7 storeys, each storey 130 m2 and the total area is 1045 m2 available to build the office on site but the site has a lot of tricks before beginning the process so we need to block the road and fine tune the solution for escape doors, people usually use the site, we need to make a safe way to use for any emergency happing on site so that people can use the route.
Storeys
Part 2 AM PM
Store
Light & Windows
Conclusion
3D Model Site, Block Shape Applied to The Site 8m Blocks Shape Blocks Shap Exit Component applied the site
Feasibility Study
For this project, we need space for all the elements, recycles and equipment that can be used for this project, the best location we have, we can apply for promotion to use the site, I have highlighted the pink colour on the map, it has more benefits for this project, it is too close to the site that is really useful for this project to be used.
This 3D model, I applied site to better understand how the site process keeps running, how the office building affects the site, so this diagram helps to better understand the site view from a different viewpoint.
Your appropriate GIFA is attainable to build an office on 1,045 m2 from Charles Street, Leicester City, all policies allow the process to begin.
From this 3D model diagram shows the access to other buildings behind the office building, so this access 4m2 by 4m2 so we need a more scope for this site to be use easily, other I concerned around the site because gate, ventilation system, windows and pipe are behind the red block, you can see on the diagram highlighted. Highlighted the access to the top diagram with the pink colour you will see exactly how the access works on the site.
Construction
The structure of the building, the hard part of the process then the other part, so I show the design section at the top of the page where you can see clearly; the columns must be about 8m down so that the other building next to it can be influenced.
Access
References
Consultations.leicester.gov.uk. Available planning/user_uploads/cahttps://consultations.leicester.gov.uk/communications/urbanat:---wharf-st.pdf(Accessed:29January 2021).
(2021) Leicester.gov.uk. Available (2021)nagement_plan.pdfhttps://www.leicester.gov.uk/media/178042/greyfriars_conservation_area_maat:(Accessed:29January2021).
(2021) Consultations.leicester.gov.uk. Available planning/user_uploads/cahttps://consultations.leicester.gov.uk/communications/urbanat:-newwalk.pdf(Accessed:29January 2021).
PerduAtelier P. 01 Yeoman Lane pageTitle
PROCURING A BUILDING - SPECIFIC ADVICE.
In response to your letter, in regards to the potential of an office development of around 1500m2 on the site of a car park off Yeoman Lane, Leicester. We’ve broken the report down into 6 sections with specific reference to our company, the potential routes for the development, the costs associated with construction and most importantly, as we understand this is your first development, how these types of development typically proceed.
THE TYPICAL PROCESS OF DESIGNING/ PROCURING A BUILDING.
CONTENTSOURBUSINESS.OVERVIEWOF
EXECUTIVE SUMMARY.
OUR PROPOSED FEES AND THE FEES OF OTHERS.
In this document we have made a number of recommendations, based on an initial look at the site, and your letter as to what we believe will produce the most suitable development. Whilst we are confident in our recommendations, as a company we believe that there’s is a key advantage to meeting you and discussing your wishes for the project, which is the point at which we will be happy to provide secure recommendations on the project.
PerduAtelier P. 02 Yeoman Lane SummaryExecutive
INITIAL CONSTRUCTION COST ADVICE. P.03 P.04P.07P.0605 P.08 - 09 P.010 - 011
PROCURING A BUILDING - GENERAL ADVICE.
OUR EachETHOS.morning
Yet most importantly in hiring us you get brought into our little community, a place in which all your questions and needs will be respected, this little community is happy and willing to go above and beyond what’s expected from us. And as a chartered practice following standards from the ARB and the RIBA you can be assured that our work will be up to scratch.
Forming in 2016, we created our company with a simple goal, a modern workshop with old fashioned values. As the companies grown, so to has our expertise, meaning that all of our designs are subtle and stylish whilst always being sustainable.
Joining the company in 2017, Peter quickly integrated into the company eventually becoming the head of sustainability. In this role, Peter acts as the advisor on everything sustainable with an encyclopedic knowledge of everything green. Peter usually keeps a check on the work throughout to ensure that the sustainable nature of the design is an issue kept throughout the project.
As a company we like to offer a complete design solution able to provide a number of services beyond simply building, our team willing and able to design everything from furniture to skyscrapers
firm we follow guidance from both the ARB as well as the RIBA to the highest possible standards.
at our studio we start our day with coffee around a table in the centre of our office, it’s a simple ritual but one that has helped to build the company today, being a community rather than colleagues, it’s through this that our style of work came about all projects being collaborations, each employee bringing their skills to the table.
Whilst traditionally focusing on residential developments, our portfolio has grown to include everything from commercial to retrofit all the way to urban
In employing us, we promise you the very best we have to offer, everything from the structure of our company to the way we operate day to day has been carefully designed to ensure every member of the team gives their best, we like to believe this gives us an edge over most other companies allowing us to design in a subtle and stylish way that will always outlast other flash projects.
WHO WE ARE.
For this particular project Sam will be acting as the project
Asplanning.achartered
In structuring the company to be employee owned, every single member of the team is dedicated to ensuring you as the client get the very best from all of us. We always advise our clients to follow a traditional procurement procedure, allowing us to monitor and nurture your design until the day it’s handed over to you, making sure you get a high quality, well crafted design.
WHY CHOOSE US.
PETERlead.
KWAN - associate & head of sustainability E. peter.kwan@atelierperdu.com P. 07444 129678
MOHAMMED AHMED - associate E. mohammed.ahmed@atelierperdu.com P. 07444 943361
OUR TEAM SAM WIMBUSH - director E. sam.wimbush@atelierperdu.com P. 07444 047812
PerduAtelier
P. 03 Yeoman Lane BusinessOur
Joining the company in 2019, Mohammed quickly established himself as the companies I.T. guy, an expert on everything from CAD to CAM, Mohammed further supports us with his expertise on BIM. Even with his short time within the company Osamay helped us to quickly and efficiently convert to working from home, quickly instituting ways for our work to continue without issue, even allowing us to continue our morning coffee routine.
As one of the founding members of the company, Sam brings with him a massive wealth of knowledge, having worked in a number of other firms before deciding to stand-out on his own. Being a self described minimalist with a messy side, Sam has fully devoted himself to the idea of retrofit, but is both happy and willing to work on most types of projects from residential to offices and from tiny to giant.
prepare developREQUIREMENTSCLIENTaBUSINESS CASE looking at if the project is feasible with PROJECT RISKS and PROJECT reviewREQUIREMENTSratifyBUDGETCLIENTfeedback from previous undertakeprojectsSITEAPRAISALS
review design against BUILDING REGULATIONS
RIBA PLAN OF WORK 2020 SIMPLIFIED.
building handed over, concludedbuildinginitiatedaftercareandcontract building used and maintained
&DESIGNBUILD
EP CP CONTRACTORAPPOINT
create clientwithallignedconcepttothebriefapprovalfrom spatial requirements met, structural and fixeddeterminedengineeringand all finalisedmanufactureconstructionneededinformationforand completed.construction
Importantly the plan of work helps to define the key points in the design process, these are but not limited to;
Stage
obtain planningoptional:REGULATIONSagreeauthority)dialoguePLANNINGPRE-APPLICATIONADVICe(openwithplanningroutetoBUILDINGcompliancesubmitoutlineapplication
prepare PROGRAMMEprepareexpectations)thatensuringpushmeetingslike(hereREVIEWSUNDERTAKEBRIEFAGREEOUTLINEPROJECTallignedSTRATEGICCONCEPT,ARCHITECTURALincludingENGINEERING.toCOSTPLAN,STRATEGIESANDSPECIFICATIONDEVIATIONSFROMDESIGNWITHCLIENTatAtelierPerduwetosuggestweeklywithyoutothedesignforward,yougetaprojectmeetswithyourstageDESIGN
strategic appraisals of CONSIDERATIONSPLANNING
handover the building in line with PLAN FOR USE
building.
handedinitiatedover,and Contract
APPOINT STRATEGICMANAGEMENTMANAGEMENT,FACILITIESASSETTEAMS&ADVISORSASNECCESSARY
prepare PROJECT BRIEF with PROJECT PROJECTPROGRAMMEpreparetheSOURCEsetSTUDYundertakeREQUIREMENTSASPIRATIONSSUSTAINABILITYOUTCOMES,OUTCOMESandSPATIALFEASIBILITYPROJECTBUDGETINFORMATIONonsite(sitesurveys)PROJECTandEXECUTIONPLAN
find the best way to meet the requirementsclients
7 starts concurrently with Stage 6 and lasts for the life of the building in the Plan for Use
Verify
develop architectural and engineering design
PLANNING
finalise SITE LOGISTICS BEGIN MANUFACTURE OF BUILDING SYSTEMS AND MANUALprepareOFUNDERTAKEyourthetooftenRESOLVEINSPECTPROGRAMMECONSTRUCTIONmonitorCONSTRUCTIONSprocessagainstQUALITY&SITEQUERIES(wemoveourmeetingsthesite,toshowbothprogressandqualityofbuilding)COMISIONINGBUILDINGBUILDING
COMPLY CONDITIONS CONDITIONS
PerduAtelier P. 04 Yeoman Lane buildingaprocuringdesigning/ofprocesstypicaltheofOverviewHandover Use7
implement managementfacilitiesand asset management, undertake POST OUTCOMESandverifyEVALUATIONOCCUPANCYPROJECTOUTCOMESSUSTAINABILITY
undertake DESIGN STUDIES, ENGINEERING ANALYSIS AND COST EXERCISES to TEST CONCEPT which should lead to programme)datesPROGRAMMEpreparepermissionchangePROCEDURESinitateOUTLINEPROJECT-COORDINATEDSPATIALLYDESIGNUPDATECOSTPLAN,STRATEGIESANDSPECIFICATIONCHANGECONTROL(stopswithoutexplicitfromyou)stageDESIGN(setoutinregardtodesign
TENDER CONTRACTORAPPOINT
Project Outcomes including OutcomesSustainability Adaptation of a building (at the end of its useful life) triggers a new Stage 0 Planning required Comply with Planning Conditions as required APPOINT TEAMDESIGN
carry out CONSTRUCTION PHASE complyPLANwith CONDITIONS RELATED TO CONSTRUCTION
WITH PLANNING
COMPLY WITH PLANNING
create project brief approved by the client, confirm it can be accomodated on the site
Agreeing on the technical staff Createappointmentsaconsumer brief
APPOINT TEAMDESIGN TENDER CONTRACTORAPPOINT EP CP CONTRACTORAPPOINT APPOINT STRATEGICMANAGEMENTMANAGEMENT,FACILITIESASSETTEAMS&ADVISORSASNECCESSARYAPPOINT TEAMDESIGN TENDER CONTRACTORAPPOINT EP CP CONTRACTORAPPOINT APPOINT STRATEGICMANAGEMENTMANAGEMENT,FACILITIESASSETTEAMS&ADVISORSASNECCESSARY
Introduced in 1963, the plan of work set out the process of designing and building. Since 1963 the plan has evolved, better suiting modern construction. We understand that the plan can often be confusing for those new to the process. We’ve simplified the plan, to help both explain the route through design and construction but to allow you to follow what stage we’re at.
concluded
Building
in line with Strategy review of Project seasonal Commissioning initial Aftercare light touch Occupancy Evaluation Implement ManagementFacilities and Asset Management Undertake Post Occupancy Evaluation of building performance in use
PROCUREMENTTRADITIONAL
prepare and SUBMIT PLANNING APPLICATION SUBMIT PHASEprepareconditionscommencementdischargeREGULATIONBUILDINGAPPLICATIONpre-planningCONSTRUCTIONPLAN
used, operated and maintained e ciently
prepare and coordinate design teams BUILDING SYSTEMS
client businessrequirementscase project informationresponsibilityprocurementprojectprojectsitefeasibilitybriefstudyinformationbudgetprogrammestrategymatrixrequirements project brief deviations stage report (signed) project strategies outline specification cost plan stage report (signed) project strategies outline specification(updated) cost plan (updated) planning application manufacturing & construction information final applicationbuildingprojectspecificationsstrategiesregulation building manual including H&S and fire safety Asset(includingpracticalinformationcompletiondefectslist)information feedback on project feedbackfinalperformancecertificatefrom P.O.E feedback from P.O.E building manual including H&S and fire safety information (updated)
PROGRAMMEpreparethe(preparedsystemssubcontractorimplementINFORMATIONspecialistbuildinginformationinstage4ofprocess)stageDESIGN
Create the concept design Refining the design Applying for planning permission Producing the documentation needed for construction Preparing the tender Choosing the contractor Constructing the building Finishing and Handing over the building
OCCUPANCYtaskscompleterectifyCOMMISSIONINGundertakePERFORMANCEreviewSTRATEGYPROJECTdefectsafter-careincludingPOSTEVALUATION
source PRE PLANNING initiateADVICEcollection of health and safety PRE INFORMATIONCONSTRUCTION(CDM)
building
As this forms the backbone to any project, this page will be followed by a brief explanation of the plan of works as well as an introduction to the legal elements required during these initial stages of design.
BUILDING IntroducedREGULATIONS.in1965the UK introduced building standards, they set out; what qualifies as building work, what buildings are exempt, the procedures that must be followed throughout and requirements for specific aspects. For the development to be completed, building control departments in the local council need to be informed. A building inspector will then, so long as we’ve complied with building regulations approve the works. If during construction fails to comply with building regulations it may be subjected to fines and/or an enforcement notice requiring rectification.
Also known as detailed design. at this stage we begin to work on refining the development undertaking engineering analysis as well as cost exercises to test the concept design. It’s at this stage we submit the planning application.
Both stage 6 and stage 7 start concurrently, in this stage as well as the post occupancy evaluation there will be a number of checks to make sure it comply’s with planning. As well as checking it meets project and sustainability outcomes.
0
As commercial clients are not necessarily experts in construction, they are not required to take an active role in managing work. You will however need to make suitable arrangements for making the project safe. Your role includes appointing other duty holders, ensuring the sufficient time and resources are allocated and that everyone carries out their duties. We understand that CDM can be daunting, but our wealth of knowledge allows us to help and advise you throughout the process. As this is a commercial project, we as the principal designers cannot take on your responsibilities, this should by no means scare you, whilst CDM does split people into groups, we like to say it’s a team game, with each duty holder helping the others. As the project moves forward we often invite all those who will be involved to a meeting, in which, we can discuss CDM at greater depth and answer any questions you may have.
PLANNING APPLICATIONS.
Planning permission is the legal process of determining whether proposed developments should be permitted. Once planning permission is granted we have the authority to begin construction. If we however make any drastic changes to the design after planning permission is granted we will have to return to the planning authority for permission.
RIBA PLAN OF WORK.
STAGE 2
PerduAtelier P. 05 Yeoman Lane buildingaprocuringdesigning/ofprocesstypicaltheofOverview
4
STAGE
STAGE
STRATEGIC USEHANDOVERMANUFACTURINGTECHNICALSPATIALCONCEPTPREPARATIONDEFINITIONANDBRIEFDESIGNCOORDINATIONDESIGN&CONSTRUCTIONStage0isnotaboutdesignorpracticaldetails,atthisstagewefocusonmakingtherightstrategicdecisions,consideringtheprosandcons,andanalysingthebestoptionfordeliveringyourrequirementsStage1Inthisstagewebegintodevelopabrief,definingspatialrequirementsandwhatiswantedinthedesign.It’sduringthisstagewecarryoutfeasibilitystudies,riskassessmentsandassembletheprojectteam.Stage4isanexcitingphase,representingthebendofthedesignprocess.Atthisstagewebegintodeveloparchitecturalandengineeringdesignaswellcoordinatebuildingsystems.Atthisstagethecontractorisappointed.Atthisstagewebegintheconstructionofthebuildingonsiteaswellasthemanufactureofcomponents.Underthetraditionalprocurementmethodwemonitortheconstruction,resolvingsitequeriesandfinalisingsitelogistics.Thisstagesignalstheendofworks,oftenpicturedasthemomentyoucuttheribbonwiththeoversizedscissors.Whilstthebuildingiscompleteatthisstagewecarryoutpostoccupancyevaluationandmakesureanydefectsarerectified.
At this stage we create our initial response to the project brief, often refereed to as the concept, as well as looking at specifications, planning strategy, cost planning as well as looking at procurement options of the development.
STAGE
1
CDM regulations were introduced in the UK in 1994 following an EU directive, the regulations intend to ensure that health and safety issues are properly considered during a projects development. Regulations state that any construction work lasting longer than 30 working days, have 20 workers working simultaneously or exceeding 500 person days has to contact health and safety executive (HSE). Failure to comply can often result in fines and delays to the project. The roles of each duty holder are summarised below.
5 STAGE 6 STAGE 7
STAGE
The plan of work was first introduced by the RIBA in 1963, the plan illustrates the roles of participants in design. Over the years the plan has evolved, to comply with the complexity of modern construction. The latest version, published in 2020, has now grown to include requirements for sustainability. The plan of work splits the project into a number of stages, telling us what needs to be produced at which stage and giving you an indication of what stage of the process you’re at.
3
CONSTRUCTION DESIGN MANAGEMENT (CDM).
USECONSTRUCTIONDESIGNPREPARATION
CLIENT DUTIES.
STAGE
As the principal designers we too have roles, our duties involve informing you of your duty, planning, managing and monitoring health and safety pre construction and well as eliminating risks in the future.
WHAT IS THE PLAN OF WORK?
Naturally during this process, certain specialists will need to be brought in, looking at this particular site we would recommend the hiring of a party wall inspector as well as a right to light specialist, as both these issues look like they may create an issue further down the line. Whilst we do recommend the hiring of these specialists, the final decision does come down to you, with these specialist not necessarily being essential. The prices for these
3. A PERCENTAGE OF THE TOTAL COST. For this particular route, we charge a percentage rate on the total cost, typically this cost can range from 5% to 15%, the smaller the project being the higher the percentage being, and larger projects attracting a lower percentage charge.
1. THE FIXED FEE. Typically calculated based on the amount of time we believe we will need to spend to the project.
Following the guidance in your letter we’ve broken down the next page into understanding the fees associated with our service. Following your instruction we’ve broken this down into two sections discussing our fees up till the end of Stage 2 (The concept design) as well as our fee if you were to appoint us for a full architectural
Naturally all three routes have their advantages and disadvantages, as maybe obvious two of the methods could potentially result in you paying more for the project than absolutely necessary, in the case of Fee by the hour and Percentage of the total cost, if the project proves to be more complex than first anticipated you may end up paying more than you were initially expecting. Yet if this is the case under the fixed fee route, we as a practice have to endure the necessary cost and man hours.
As a company we are more than happy to follow the 3 routes above, we would however like to explain how in which we’d calculate our fee’s for each;
TYPICAL ROUTES.
FEE SUMMARY.
OUR SERVICES AND FEES.
2. FEE BY THE HOUR. Being one of the more popular routes for smaller projects, this particular route does as it states, our fees being calculated on the number of hours we have spent on the particular project.
THE FEES OF OTHERS.
PerduAtelier
An important note to make at this stage is that, whilst the temptation is to try and save as much money as possible at this stage in the process, whilst it might seem unnecessary, we’ve found these cost cutting measures now only serve to increase the cost later on, delaying construction, creating legal issues shortly after construction.
P. 06 Yeoman Lane others.ofservicestheandfeesproposedOur
When following the route of fixed fee, typically as a company, we estimate both the staff we may need for the particular project, and the man hours they would need to complete the works. As an example if we use the time-scale on page 8, and the rate per week of our team of three (Sam on 32 hours each week at £80 per hour, Peter at 40 hours at £65 per hour and Mohammed at 40 hours at £55 equalling £7360 (((32x80)+(40x65)+(40x55))x4x4) We’d charge a flat fee of £117,760.00 up till the end of stage 2. This however would be a flat fee, unchanging even if our team does need to go over the times we’ve indicated.
A similar policy is taken when providing an estimate for Fee by the hour, estimating the time needed by our team and their fee per hour. For this section we’d also estimate a cost of £117,760.00 up until the end of stage 2. This fee however comes with the key distinction that it is variable to change, with the possibility that we’ll complete the work quicker than expected in which the fee would reduce, or the possibility that the complexities of the project may force us to go over the time expected increasing it. The fee with a key difference is that of Percentage of the total cost, as an example an office development of this size would typically cost around £3,000,000, if this method of calculating the fee was to be taken we would charge you at 7% of the total cost in line with typical fees for a project of this complexity and size, which put our fee at £210,000 for the entire project. This fee is however subject to change throughout the project, increasing in line with the cost of the project.
When working out their fees architects typically follow three routes;
THEservice.THREE
As a practice in the past, for a project of this scale and complexity, we have followed a fee route of a fixed fee, when asked to design up to a project at stage 2, we believe this gives us a sense of honesty working, keeping our staff working efficiently and ensuring we do not stray outside the time-scales we have set. Furthermore, when we have strayed over the time-scale the party most aggrieved is us. In line with other practices, if you do decide to employ us beyond stage 2, the way in which we would charge you would be subject to change, in these cases we typically revert to fee by the hour once we’ve passed stage 2, whilst this might seem like an odd move to make, we do this to safe guard our company, delays beyond stage 2 typically being out of our control, and whilst we will do everything we can to reduce the cost of our services in this eventuality, we will still have to charge at an hourly rate for any and all work done. Naturally, if we are appointed we will have a meeting in the initial stages to discuss our fees and their structure. We are also more than happy to create a tailor made plan of how we would charge fees should you wish.
advice.general-buildingaProcuring
Devising a project strategy will be the starting point of any procurement processes. It compares and analyses the advantages, disadvantages and budget constraints of the project in order to choose the best procurement method.
The design led method can ensure Thequalitymethod allows for price certainty before construction commences Changes are easy to arrange and often better DISADVANTAGESvalueOF
PerduAtelier
PROCUREMENTAsinglepoint
After looking at your brief, the information and requirements it contained we believe Traditional procurement and design and built, represent the two best choices for realising the project.
We have no doubt that throughout this process, you have been presented with this triangle numerous times, we like to call it the design triangle. It’s a quick diagram to show our thinking. It typically breaks down the three main factors in design showing what we can achieve. No three points are ever truly achievable, if you want a quick & quality job it will come at a cost. If you want cheap & quick job it will come at the expense of quality, so on and so forth. From this we often explain the different methods defining what can be achieved from each procurement process.
Procurement is what describes the action taken by a client who is in the process of planing for the creation or reconstruction of a building - a mechanism which creates out the solution for the question “How can get my project built?”
By far the most common method of procurement. Traditional procurement typically follows a path in which we are appointed to design the development before a contract is appointed to construct the development.
TRADITIONAL PROCUREMENT METHOD.
TRADITIONAL PROCUREMENT.Transparency during the process
Typically allows quicker schedules from start to finish Expertise from the contractor can be harnessed during the design and DISADVANTAGESconstruction OF DESIGN & BUILD PROCUREMENTThemethod
can make it harder for first time clients to produce a brief
ADVANTAGESdevelopment.OFDESIGN & BUILD
THE DESIGN & BUILD PROCUREMENT METHOD.
sequential nature of the method, it often has a longer duration No input from the contractor in the design and planning phase
P. 07 Yeoman
THE DESIGN TRIANGLE.
TRADITIONAL PROCUREMENT.Duetothe
The dual point of responsibility, architects for design and contractors for construction can lead to Whilstcomplexitiesrare, if the design is not complete at the time of tender, certainty over the cost and schedule are reduced.
DO WE MEAN BY PROCUREMENT.
Tenders are often harder to compare, which can increase the cost of design
DESIGN & BUILD
TRADITIONAL PROCUREMENT
Time, cost and quality are the main concerns that a client typically focuses on for the design and construction of building. The decision in choosing the correct procurement method should be based on the client’s requirements, budget, the organisational structure by which we mean the way in which we communicate between parties, and the preferred contractual arrangement. Successful procurement often depends on all parties participating in the project and complying with respective commitments, finding and solving problems appropriately from the beginning.
of responsibility for design and construction
LaneWHAT
In contrast to the traditional procurement method, design and build instead puts the contractor in central focus, having not only to construction but carry out the design and planning.
It typically becomes appropriate if you wish to keep control over the project, want more certainty on the cost of the project and the a push for a short programme is not the sole concern of you for the
ADVANTAGESdevelopment.OF
It generally becomes appropriate when; there is the need to make an early start on site, where the you as the client wishes to minimise risk, contracts which rely on contractor expertise and where you as the client wish not to retain full control over the
Typically a commitment to a concept design has to be made early on in the Changesprocess to the design can be expensive and difficult to arrange Ease of fabrication is often placed above the quality of the project
ADDITIONAL 6 MONTHS
ConstructionCONSTRUCTIONusuallytakes around 6-8 Months, therefore we assume a minimum time for the building to be built. However, planning application and building regulations approval may delay the time needed.
STAGE 2: CONCEPTUAL DESIGN
PerduAtelierYeoman
Lane P. 08Procuringabuilding-Specificadvice. Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb STAGE 0 - STRATEGIC DEFENITION Project programme STAGE 1 - PREPERATION & BRIEF Site surveys Site Feasibilityinformationstudies STAGE 2 - DESIGN CONCEPTS Initial sketch design Client consultation STAGE 3 - DEVELOPEDCostFinalisedDESIGNdesignbreakdownConsultation Submit planning aplication STAGE 4 - TECHNICALTenderTechnicalDESIGNdesignCostbreakdownConsultationpackage STAGE 5 - CONSTRUCTIONMobilisationConstruction STAGE 6 & 7 - HANDOVER & USE Contract completion 2021 2022 2022
Stage 4: Technical Design
From this point, the architectural and engineering technical design will be produced. Building Systems information will be prepared and coordinated. Specialist sub-contractors will be joining the project to give specific assistance. This stage will take approximately 1-3 Months and an additional Month for the preparation of STAGEtender.5:
TIMELINE ANALYSIS
STAGE 1: RESEARCH
Site and location background research, survey research on the existing situation and looking into the feasibility of the project. As based on your brief requesting a 1500m2 development.
STAGE 0: BRIEF
This stage is an information gathering phase in order to learn the requirements and expectations of your project.
PATHPROCUREMENTTIMESCALES.
STAGE 3: DESIGN DEVELOPMENT
In this phase, we will be working on transforming the Program into a design, multiple design proposals can be provided to you, if requested. This process takes around 3 months as we require your feedback to refine the design.
At this stage, you will have a clear advanced design. Additional support by other consultants, such as structural engineers are often involved. At this stage we like to have a meeting to discuss the factors that might need to taken into consideration for construction phase as this might delay the time needed for the planning application to be approved.
ADDITIONAL 5 MONTHS
THE TENDER PROCESS
If you decided to choose this procurement method, you need to start of by appointing us as the design consultant team for this project. We will take on the full responsibility of meeting your requirements and developing a design based on the site. Tender documents will then be provided by us in order to find the best contractors to carry out the construction. When you have chosen the contractor, we will work side by side with them, offering additional information on the project, if and when they need it. As we like to work closely with the contractor, any ideas they may have that are pertinent can be brought to you, we find this often both speeds the process up and leads to a more polished final product. The process of construction usually takes around 8 months from mobilisation to handover.
TRADITIONAL PROCUREMENT ROUTE OVERVIEW
DESIGN AND BUILD PROCUREMENT ROUTE OVERVIEW
CLIENT SPECIFIED TIME FRAME OVERVIEW
For every procurement process we could potentially follow to actualise the development, we have to go through a tender process. This generally follows a similar pattern, with us, sending out an invitation to tender, this typically involves a package of drawings and specifications. Contractors then submit their tender, which typically includes a breakdown of their price for service and materials however can include an initial construction phase plan, their capability as well as the plant and labour available to them, but most importantly their prior experiences. Naturally, we’ll help you come to a decision on who to use once the tender bids are in, combing through them to find a contractor who will not only ensure a quick and cost effective build but ensure quality through construction. During this process we will also ensure that the contractor is capable of meeting both CDM and Building regulation requirements.
TRADITIONAL PROCUREMENT
This procurement takes approximately 18 months until contract completion. The reason for the quicker time is that the contractor works on the design and construction at the same time, reducing the amount of time needed overall, as design does not have to be finalized at the point of construction beginning. This method does however come with certain issues, the most notable being that often ease of construction is given importance over the aesthetic quality and that once a design has been set, any changes or alterations are very difficult to change.
advice.Specific-buildingaProcuring
OUR WhilstADVICEneither method is practical, traditional procurement would certainly go well beyond the time-scale. The design and build method presents a better alternative, whilst it would certainly go over it would more closely meet the desired timescale adding 6 months from start to completion. If we based it on time-scale alone we’d suggest a move towards the design and build method, based on the speed of construction. However no project and no method should be decided by time scale alone. With both methods having both advantages and disadvantages that will undoubtedly affect the development, we would feel somewhat uneasy at this stage to give you an absolute answer. Referring back to the cost, quality and time triangle there are 2 other factors being cost and quality to consider, whilst your initial letter was helpful, indications of your views on cost and quality were missing. If we were to be appointed by you we would ideally like to arrange a meeting to discuss the methods. Considering your brief, your ideals in regards to quality, cost and price for the project, and crucially which method would best suit the realisation of this development.
Unfortunately, the time scale you’ve provided is impractical, this relates to two issues; the time provided for stage 0 to 3 and the requirement of completing the project within a year. With 2 months is assigned to the design phase of the project, there is a possibility this restricted time-scale will lead to mistakes and poor quality work. Using this method we expect a completion time of around 16 to 18 months, not including potential delays. As a team we’d wish to discuss with you the time-scale set, with the two potential methods extending beyond the request. Whilst there have been developments that have been built in shorter time-scales than this, we’d strongly advise against this, with these projects often compromising on both cost and quality in pursuit of time.
DESIGN & BUILD PROCUREMENT
Unlike the traditional procurement route, in which you as the client appoints a team to design the development and then another team to construct it. Design and build combines these roles, in which the main contractor is appointed to both design and build the project. Typically this means the contractor takes on the roles of designing, planning, organising and constructing the building. Whilst this may sound odd to remove the Architect just after the spatial coordination stage, the method has it’s advantages, creating a single point of responsibility for the development and meaning an often quicker method to realise the development. We do need to highlight faults in the method meaning you may have to make a decision on the concept design in a short time-scale and the method often compromising on quality in the pursuit of a shorter time-scale and a cheaper project, further issues arise if any variations to the brief or the concept are often complex and expensive. Whilst typically we direct clients towards the traditional procurement route, we have in the past followed the design & build route, and would be more than happy to again should you wish to use this method.
Lane P. 09
With a time frame of approximately 24 months until contract completion. Whilst this method can be off-putting by the time it takes to complete, it often provides the best quality for a project as most stages do not overlap, providing more time to make adjustments and changes in the early stages and time to take care when viewing the build quality. We can’t escape the fact that the traditional route takes longer than design and build, also down to the stages not overlapping.
PerduAtelierYeoman
CONTINGENCY COSTS.
TOTAL
COST BREAKDOWN.
HOW DOES THE CONTRACT SUM BREAKDOWN.
CONSULTANTS ARCHITECT
As the diagram above shows the costs of a project follow a straightforward route, that culminate to produce the total cost of the building.
Best described as a risk fund, the contingency cost is a fund used for issues we cannot predict. From adverse weather, supply chain failure or issues like lockdowns, these funds are often used to allow the site to continue functioning. Often this cost can be reduced as the project moves on and the issues have been PROVISIONALpassed.
As part of these sums we’ve accounted for the planning application, calculated for a non residential - commercial at 1500m2 development we expect the planning to cost around £9,240.00.
At this stage in the plan of works, provisional costs can be defined as costs not yet defined in detail. As we move forward in the project we can often define these costs. For example, the provisional cost could potentially cover the additional costs associated with sustainable design at the point of handover.
We have made further provision for a sustainable development in the overall cost, whilst its often mistakenly believed that building sustainably costs more, this fee has fallen even further in line with standard methods of construction. With the further advantage of reducing the running cost of the building.
Further reference to the issues that have resulted in this cost will be presented in the feasibility report (P. 015 - P. 016).
PRELIMINARYCONSTRUCTION PROVISIONALCONTRACTCONTINGENCYSUM
COSTS.
PerduAtelier
Simply put this makes up the bulk of the cost of the build, covering all material costs, as well as the cost of labour.
PRELIMINARY COSTS. These costs often cover multiple issues, however often come to mean the costs needed to set the site up. Covering items needed to keep the site functioning from the need from scaffolding to site toilets.
As illustrated to the left, the contract neatly breaks down into 5 categories, Construction costs, preliminary costs, contingency costs, provisional costs and CONSTRUCTIONVAT;
In this section, we break down the costs involved with a development, on the first page (P. 011) we breakdown the structure of the costs as well as providing definitions for the various stages. In the second page, we breakdown the costs using the BCIS database to give an estimate of how much the office block development would cost.
P. 010 Yeoman Lane advice.costconstructionInitial
WHAT DOES THE PROJECT REALLY COST?
For those new to development projects its often wrongly assumed that the only cost involved is that of construction. For these developments a number of various costs come into play, the costs of a project can often be broken down into a number of different sections, consultant fees, architect fees and contractor fees (often listed as contract sum), its through the contractor that the remaining costs are resolved, keeping track of the construction costs, preliminary costs and contingency costs as shown in the diagram below. This system has a great advantage allowing for full accountancy of all costs allowing you as the developer to easily follow the costs of the project.
VATCOST
AsVAT.this project is an office development this project will still apply for the standard rate, which is charged on all of the costs associated throughout the construction.
COSTS.
PROJECT COST BREAKDOWN. Cost per ConstructionM2 cost for 1500m2
£3,610,188.00£3,008,490.00£2,979,490.00£2,921,490.00£2,655,900.00£1,770.60
Construction Cost ProvisionalContingencyPreliminaryVAT 10%20%67%2%1%
Construction (72.5%)
#26770#26827#33040#33192#33764 17-Jan-201124-Jan-2011Jun-201622-Jul-201631-May-2017 £1,790,764.00£1,202,962.00£2,301,142.00£2,020,033.00£2,014,715.00
£203,400.00£223,170.00£104,070.00£392,241.00£196,865.00 £93,410.00£0.00£27,141.00£27,252.00£61,874.001,068 M2 1,529 M2 1,166 M2 1,200 M2
PROJECT COST BREAKDOWN.
INVESTMENT RETURN.
£1,854.00£1,188.00£2,086.00£1,596.00£2,129.00
Total cost including VAT for 1500 M2 £3,610,188.00
Based on office space in and around the cultural quarter in Leicester offices typically charge between £7 - £14 per square meter per month. Being a new, high quality office block we can expect to charge £14 per square meter per month bringing in around £258,261.00 per year for 1500 M2. With this in mind it would take around 14 years to re-cooperate the costs of investment. It’s worth noting that the figures taken for the cost of office space during the COVID-19 Pandemic has dropped, when considering that the office will be completed around Easter 2022, it’s entirely possible these prices will have returned to normal. We understand that
Based on the average cost of a new build office construction per M2 we expect the projects construction cost to come to around £2,655,900.00 for 1500 M2. Based on this we recommend £265,590 00 preliminary cost (10% of total cost) with a further £58,000.00 (2%) set aside for any contingency costs, although this cost could reduce as the project moves forward with most projects only using a minor amount of this fund. A further £29,000 (1%) ideally needs to be set aside for provisional works throughout the project. With VAT charged at 20% on the entire cost of the project we estimate the cost of the VAT should come to around £587,580.00.
PerduAtelier
VAT PRELIMINARY(20%) (6%)
Plus preliminaries - £265,590 00 (10%)
OFFICE DEVELOPMENT COSTING BREAKDOWN.
AVERAGE COST PER M2 £1,770.60
COST BREAKDOWN.
Plus Contingencies - £58,000.00 (2%)
Plus VAT - £587,580.00 (20%)
1,126 M2IsleHampshireCountyDerbyshireSuffolkAntrimofMann
DATE.PROJECT. TOTAL COST.LOCATION FLOOR AREA COST PER M2 PRELIMINARY. CONTINGENCY.
Plus Provisional costs - £29,000.00 (1%)
CONSTRUCTION COST BREAKDOWN.
Contingency (1%) Provisional
Based on the averages cost breakdown of the construction aspects of the 5 office buildings (all within the range of 1000m2 to 1500m2) presented above; 02 Superstructure 05 Services 03 Finishes 01 Substructure 08 External works 04 Fixtures and fittings 49.911.0%19.8%%9.4%8.5%1.4%
P. 011 Yeoman Lane advice.costconstructionInitial
Designingbuildings.co.uk. 2021. Design And Build Procurement Route. [online] Available at: <https://www.designingbuildings.co.uk/wiki/Design_and_build_ procurement_route> [Accessed 25 January 2021].
2021. Prime Cost Sum. [online] Available at: <https://www. designingbuildings.co.uk/wiki/Prime_cost_sum> [Accessed 25 January 2021].
2021. Provisional sum. [online] Available at: <https://www. designingbuildings.co.uk/wiki/Provisional_sum> [Accessed 25 January 2021].
References
Designingbuildings.co.uk. 2021. Design And Build Procurement Route. [online] Available at: <https://www.designingbuildings.co.uk/wiki/Design_and_build_ procurement_route> [Accessed 25 January 2021].
PAGE Designingbuildings.co.uk.010 2021. Construction Costs. [online] Available at: <https:// www.designingbuildings.co.uk/wiki/Construction_costs> [Accessed 25 January Designingbuildings.co.uk.2021].
Designingbuildings.co.uk. 2021. Contingencies. [online] Available at: <https://www. designingbuildings.co.uk/wiki/Contingencies_in_construction> [Accessed 25 January Designingbuildings.co.uk.2021].
PerduAtelier
PAGE Designingbuildings.co.uk.011 2021. Construction Costs. [online] Available at: <https:// www.designingbuildings.co.uk/wiki/Construction_costs> [Accessed 25 January Service.bcis.co.uk.2021].
Designingbuildings.co.uk. 2021. Construction VAT. [online] Available at: <https://www. designingbuildings.co.uk/wiki/Construction_VAT> [Accessed 25 January 2021].
PAGE Designingbuildings.co.uk.08 2021. Traditional Contract For Construction. [online] Available at: <https://www.designingbuildings.co.uk/wiki/Traditional_contract_for_ construction> [Accessed 25 January 2021].
2021. Login. [online] Available at: <https://service.bcis.co.uk/ BCISOnline/AveragePrices> [Accessed 25 January 2021].
P. 012 Yeoman Lane
PAGE Designingbuildings.co.uk.09 2021. Traditional Contract For Construction. [online] Available at: <https://www.designingbuildings.co.uk/wiki/Traditional_contract_for_ construction> [Accessed 25 January 2021].
Architecture.com.PAGEREFERENCES.04
2020. 2020 RIBA Plan Of Work Template. [online] Available procurement_route>AvailableDesigningbuildings.co.uk.construction>AvailableDesigningbuildings.co.uk.PAGEdesigningbuildings.co.uk/wiki/Architect%27s_fees>Designingbuildings.co.uk.construction_fees>AvailableDesigningbuildings.co.uk.co.uk/how-much-architects-charge/>DoesUrbanistPAGEdesigningbuildings.co.uk/wiki/RIBA_plan_of_work>Designingbuildings.co.uk.2021].www.designingbuildings.co.uk/wiki/Building_regulations>Designingbuildings.co.uk.designingbuildings.co.uk/wiki/CDM_2015>Designingbuildings.co.uk.2021].Additional-Documents/2020RIBAPlanofWorktemplatepdf.pdf><https://www.architecture.com/-/media/GatherContent/Test-resources-page/Architecture.com.PAGE2021].Additional-Documents/2020RIBAPlanofWorktemplatepdf.pdf><https://www.architecture.com/-/media/GatherContent/Test-resources-page/at:[Accessed19January052020.2020RIBAPlanOfWorkTemplate.[online]Availableat:[Accessed19January2021.CDM2015.[online]Availableat:<https://www.[Accessed19January2021].2021.BuildingRegulations.[online]Availableat:<https://[Accessed19January2021.RIBAPlanOfWork.[online]Availableat:<https://www.[Accessed19January2021].06Architecture-LondonArchitects.2021.ArchitectsFeesInTheUK:HowMuchAnArchitectCostIn2020.[online]Availableat:<https://urbanistarchitecture.[Accessed23January2021].2021.BuildingDesignAndConstructionFees.[online]at:<https://www.designingbuildings.co.uk/wiki/Building_design_and_[Accessed23January2021].2021.Architect’sFees.[online]Availableat:<https://www.[Accessed23January2021].072021.TraditionalContractForConstruction.[online]at:<https://www.designingbuildings.co.uk/wiki/Traditional_contract_for_[Accessed25January2021].2021.DesignAndBuildProcurementRoute.[online]at:<https://www.designingbuildings.co.uk/wiki/Design_and_build_[Accessed25January2021].
PerduAtelier P. 013 Yeoman Lane page.Back
SAM WIMBUSH - P2451514
SUBMISSION 1 - GROUP REPORT.
MOHAMMED AHMED - P2401559
DIK HIM KWAN - P2507370